Il Portfolio Management come driver per semplificare la ... · Nexen - Gruppo Engineering Roberta...

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Il Portfolio Management come driver per semplificare la complessità

Milano, 05 Giugno 2015

PMO and Portfolio: Synergies to face a changing fut ure

Luca Romano, PMP (Nexen), Roberta Grimaldi, PMP (Inail)

E=P 3MO

Osservatorio POsservatorio P 33MOMO

PMI-NIC© - Tutti i diritti riservati

Luca RomanoLuca RomanoNexen - Gruppo Engineering

Roberta GrimaldiRoberta GrimaldiINAIL - DCOD


Why we are here

FIRSTFIRST

Project Portfolio Management could

become an help to drive a change in

Your Company


Why we are here

SECONDSECOND

You’ll never be completely ready to

implement Project Portfolio

Management

START !!


OperationsOperations

ProjectsProjects

ResourcesResources

MissionMission

Strategic ObjStrategic Obj

PortfolioPortfolio

RouteRoute

VisionVision

RouteRoute

RouteRoute

Project Portfolio Management


ContentContent

ContextContext



Inspiredby Archer and Ghasemzadeh

Opportunities&Strategic Direction

New and Old components

Selection Method

Screening

Portfolio Selection and Adjustment

Componentsdevelopment

ContentContent



Collection of programs, projects, or operations managed as a group

No more manage separately

Strategy is the direction and scope of an organization over the long term, which achieves advantage

Strategy must be defined, shared, communicated and measured

The portfolio components are quantifiable, they can be measured, ranked, and prioritized

Components needs to be well defined and described to be selected

A portfolio exists to achieve organizational strategies

Portfolio should be managed as a unique system to achieve a strategy

PortfolioPortfolio ChangeChange

ContextContext



The Case Study


The Case Study

Roberta GrimaldiRoberta GrimaldiDirezione Centrale per l’Organizzazione Digitale (DCOD)

IT Planning & Control


The Case Study

Inail’s objectives are :• reducing injuries

• protecting workers performing hazardous jobs

• facilitating the return to work of people injured at workplace


The Case Study

The Directorate for Digital Organization (DCOD)

“proactively address INAIL business proactively address INAIL business

decisions toward innovation and decisions toward innovation and

organizational changeorganizational change ”

Our Our BusinessBusiness

Our Our ClientsClients


The Case Study

The “ WeNext” Change Program

A big Change Program within the DCOD to

change the way we work:


ProjectsProjects

IT Planning & Control

StrategyStrategyPortfolioPortfolio

The Case Study


The Case Study

IT Planning & Control responsibilities:IT Planning & Control responsibilities:

•Define the IT strategy and manage the Strategic Plan

•Manage the acquisition of the “needs ” from the Business

(Demand Management)

•IT projects annual planning and monitoring

•Define and monitor the IT Budget

•Monitor and control the level of the IT services

•Measure and Monitor external vendor performances


PastPast

FutureFuturewww.shutterstock.com

2014 Portfolio2014 Portfolio


The Case Study

FuturePast

ASK


The Case Study

We had the DCOD strategic planreleased at the end of 2013. The strategic objectives were divided

into 5 Macro Objectives and 40 Objectives.

The Demand is the mandatory process that

must be followed to collect all the “IT needs” from the

Business

The “WeNext” Change Program where Project Portfolio activities were one of the many actions decided

Our portfolio of projects already going-on . These projects were analyzed and considered in the process


The Case Study

EmployeesEmployeesTop ManagementTop Management

1. Strategic Planning

2. WeNext (Change)

3. Demand

4. Existing Projects

1. Existing Projects

2. Demand

3. Strategic Planning

4. WeNext (Change)


The Case Study

What to do?What to do?


The Case StudyOption 1Option 1 Project

ProjectProject

ProjectProjectProject





Business

Business

StrategyStrategy


The Case StudyOption 2Option 2

Existing Projects

Existing Projects

Existing Projects

Strategy

PastPast


Portfolio 2014

The Case StudyOption 3Option 3

Strategy

Demand

Existing Projects

��

CompromiseCompromise


The Case Study


• Shortened the needs collection from 43 days to 15

• Limited the percentage of new Projects to 20%

• Increased the importance of the strategic alignment

• Collected the priorities of the Business on their

needs

• Applied a Prioritization process to select projects

• Connected the budget with the Portfolio

The Case Study

Portfolio 2015Portfolio 2015


The Case Study

BudgetBudget

DemandDemand

OrganizationOrganization

Prog/ProjectProg/Project

StrategyStrategy ActionsActionsPPMPPM

Comm.Comm.

ReportingReporting

TrainingTraining

Perform.Perform.

Evidence n.1


The Case Study

20132013 20142014 20152015 20162016

Evidence n.2


PPM Evolution

PPMPPMImplementation Implementation


PPM Evolution

““ AreasAreas ””


PPM Evolution

Change



PPM Evolution

Change Extention



PPM Evolution

Sponsorship

Change Extention



PPM Evolution

Sponsorship Processes

Change Extention



PPM Evolution


Software

Change Extention



PPM Evolution

Prioritization Model


Software

Change Extention



PPM Evolution



Software

Change Extention

External Connections



PPM Evolution



Software

Completeness

Change Extention




PPM Evolution



Software

Completeness

Change Extention


PPM PPM


PPM Evolution

““ IndicatorsIndicators ””

PPM as a single Project

PPM driven Change Program

Change

PPM as part of a Change Program


Complete-

ness

External

connections

Prioritiza-

tion Model

Software

Processes

Sponsorship

Extension

Change

PPM

11

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

Project Portfolio started A1

PPM developed as a single project B1

PPM developed part of a bigger Change Program B2

PPM driven Change Program B3

PPM for a single Department/Area C1

PPM for the whole Company C2

No sponsorship from Top Management D1

Sponsorship from Top Management D2

PPM centralized Office E1

PPM processes are formalized E2

PPM based on MS Office software F1

PPM Software acquired F2

PPM based on PPM software F3

Prioritization/Selection done subjectively G1

Prioritization/Selection with a model G2

Prioritization/Selection strategy based model G3

Strategy and Portfolio reviews during the year H1

PPM and Budget are connected H2

PM, PMO and PPM are connected H3

Project and Portfolio Culture disseminated H4

Risk management in PPM J1

Resource allocation in PPM J2

Budget estimate in PPM J3

Project inter-connections in PPM J4

YOUR STEPS (year or semester) �

PPMPPM

EvolutionEvolution

ModelModel

22

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

33

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

44

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

55

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

66

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

77

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

PPM Evolution INAILINAIL --DCODDCOD2014 PTF

2015 PTF


Complete-

ness

External

connections

Prioritiza-

tion Model

Software

Processes

Sponsorship

Extension

Change

PPM

11

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4


























PPMPPM

EvolutionEvolution

ModelModel

22

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

33

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

44

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

55

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

66

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

77

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

PPM Evolution2014 PTF

2015 PTF INAILINAIL --DCODDCOD


Complete-

ness

External

connections

Prioritiza-

tion Model

Software

Processes

Sponsorship

Extension

Change

PPM

11

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4


























PPMPPM

EvolutionEvolution

ModelModel

22

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

33

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

44

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

55

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

66

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

77

A1

B1

B2

B3

C1

C2

D1

D2

E1

E2

F1

F2

F3

G1

G2

G3

H1

H2

H3

H4

L1

L2

L3

L4

PPM Evolution2014 PTF

2015 PTF

2016 PTF INAILINAIL --DCODDCOD


PPM Evolution

Strong sponsorshipRadical ChangeWhole Company

PPM OfficePPM SW

Complex Selection ModelStrategy, Budget, PM and

PPM connectedRisks, resources, interconnection…

extension

sponsorship

processes

softwaremodel


1. You can follow many paths to develop

your PPM

2. PPM simplifies complexity

3. You must change you Company for

Portfolio Management but Portfolio

Management can change your Company

Lessons Learned


4. PPM could be the “star” of a change

program as it justifies many other

innovations / changes.

5. If you have no sponsorship you will

acquire on the way as Top Management

loves PPM: it shows the direction of the

Company

Lessons Learned


Lessons Learned

Start from PPM and improve:– Strategic planning

– Demand management

– Project Management

– Budgeting

– Benefits and Performance management

– ….

Good Luck!!Good Luck!!


• Name:

Luca Romano

• Email:

[email protected]

• LinkedIn:

http://it.linkedin.com/in/lucaromano

Thank you!Questions?

• Name:

Roberta Grimaldi

• Email:

[email protected]

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